Learn‐while‐you‐play program gets IBM recruits up to speed: Video game techniques develop new employees before they set foot in the office

Abstract

Purpose

The purpose of the paper is to describe a global training initiative at IBM that uses the new “virtual world” of the internet as an induction tool.

Design/methodology/approach

The paper examines the new IMB@Play program, which engages the social‐network capabilities of the internet to break down the barriers of distance and satellite‐office environments.

Findings

The paper reveals that, by combining play with learning, IBM is helping thousands of new employees in the USA, India and China quickly and painlessly to get to grips with its cultural values and decision‐making structures, and with the technical skills they will need to be productive.

Practical implications

The paper argues that video‐game play adds a new dimension to corporate training because many people do not perceive game play as learning. This makes them more willing to take risks, to be more flexible in their thinking, and to be faster at connecting with others to help to solve complex problems.

Originality/value

The paper contends that, while businesses have long used role‐playing games and simulations as learning tools, this new approach enables IBM employees to immerse themselves in a digital realm where learning, collaborating and play are all part of the work environment.

Citation

(2007), "Learn‐while‐you‐play program gets IBM recruits up to speed: Video game techniques develop new employees before they set foot in the office", Human Resource Management International Digest, Vol. 15 No. 4, pp. 14-15. https://doi.org/10.1108/09670730710753906